Disruptive Strategy

Disruptive Strategy Response Report

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Introduction: Lenses on the World

Introduction: Lenses on the World

Applying Lenses on the World to You
Framing Your Strategic Question (~7 min)

Private: What personal strategic question do you bring to this course?

Question

Private: What personal strategic question do you bring to this course?

Your Response

• How can we increase the cross functional work in our organization?

Submitted September 08, 2021 02:41 PM

Introduction: Lenses on the World | Page 2 of 32

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Aligning with Innovation and Disruption

Aligning with Innovation and

Disruption
Three Types of Innovation
1.2.1 Sustaining Innovation (~6 min)

Shared: How does sustaining innovation apply to you?

Question

First, state which industry you work in. Then, identify 2-3 sustaining innovations developed in your
company or industry. What about these innovations makes them sustaining?

Your Response

Industry: Visual Content, Advertising, News.

On-demand content: Created exclusively for one customer, based on their needs. It´s a higher cost and
mostly works with big clients that already trust the final product; Image Guarantee: for clients that want to
use famous faces, properties, works of art or trademarks in commercial projects, clearing the rights needed
for that usage.

Submitted September 14, 2021 at 01:23 PM ET

1.2.2 Low-End Disruption (~27 min)

Shared: How does low-end disruption apply to you?

Question

First, state which industry you work in. Then, identify 2-3 examples of low-end disruptive innovation in your
industry. Explain why these innovations are low-end disruptions.

Aligning with Innovation and Disruption | Page 3 of 32

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Aligning with Innovation and Disruption

Your Response

Industry: Visual Content, Media, News.

Real-time images delivery: for editorial content, supplying clients with real-time content from events, news,
etc.; High res stills and video.

Submitted September 14, 2021 at 02:56 PM ET

1.2.3 New-Market Disruption (~25 min)

Shared: How does new-market disruption apply to you?

Question

First, state which industry you work in. Then, provide 2-3 examples of new-market disruption in your
industry. Explain why these innovations are new-market disruptions.

Your Response

Industry: Visual Content. Advertising, News.

Second brand: Having a lower-cost brand with access to the same content as the original one, with fewer
services or premium accesses; Free access to selected editorial content.

Submitted September 14, 2021 at 03:36 PM ET

WR Hambrecht and the Google IPO

1.4.3 Results and Reflections (~15 min)

ID - 4.3R - Case Study Reflection

Question

What are your 2-3 key takeaways for your organization from the WR Hambrecht and Google IPO case?

Your Response

Be open to new possibilities and paths; Even the biggest companies might need a "small" solution.

Submitted September 15, 2021 at 02:36 AM ET

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Aligning with Innovation and Disruption

Applying Innovation and Disruption to You

1.5.1 Harnessing Disruption (~13 min)

Apply Your Learning--Module 1

Question

Choose an industry and identify a potential low-end disruptor in that industry. Explain why you think that
company has the potential to be a low-end disruptor.

Your Response

Industry: Visual Content - Image Banks

Companies that offer RF images at very low cost, like https://www.megapixl.com/

They offer the very basic product in the market (visual content rebar).
A simple product, low quality.

Submitted September 15, 2021 at 01:16 PM ET

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Discovering Customer Jobs to be Done

Discovering Customer Jobs to be

Done
Introduction
2.1.1 Introduction (~8 min)

Shared: How does this apply to you?

Question

Identify one product or service your organization offers. Please describe this product or service.

Your Response

When clients want to use famous faces, properties, works of art or trademarks in commercial projects, we
can make it happen by clearing the rights they need.
We clear the rights needed and provide full indemnification for the rights secured. All of our Rights
Clearance work is 100% guaranteed, so projects runs smoothly and clients can have peace of mind.
We can also clear movie clips, viral videos, commercial music and all other copyright for promotion,
negotiating the licenses and handling the necessary permissions.
In short, we’ll make sure your project has the necessary rights so clients can focus on being creative and
telling their story.
Submitted September 17, 2021 at 04:12 PM ET

Private: How does this apply to you?

Question

How does your organization typically categorize customers for this offering? List the major categories
below.

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Discovering Customer Jobs to be Done

Your Response

Normally these are corporate or clients that request these images for commercial use, mostly corporates I´d
say.

Submitted September 17, 2021 at 04:13 PM ET

Private: How does this apply to you?

Question

Who competes to provide this offering? List the three biggest competitors.

Your Response

Shutterstock does offer sth similar but it's not actually the same as they have limited insurance, and we
don´t.
Any other lawyer or law studio could be a competitor also.

Submitted September 17, 2021 at 04:18 PM ET

Understanding Jobs to be Done

2.2.2 A Few Things About "Jobs" (~11 min)

Shared: How does this apply to you?

Question

Before your product existed, what did customers hire to get the "job" done? How might they get it done in
the future?

Your Response

Most clients use to hire photographers for shootings. Depending on how complex the shooting is, the costs
can go really high comparing to a Royalty Free image.
What happens now is how democratized photography is, so "everyone" can take a picture, but not actually
produce a more complex scene or, in the case of editorial coverage, have the right access to the right
places.
So, I think customers might be able to do simple shootings already but not have the same result.
In the future, and again taking for example editorial assignments, customers might have access to the
same events we do, if the events go virtual, to mention one.

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Discovering Customer Jobs to be Done

Submitted September 18, 2021 at 06:57 PM ET

Shared: Functional, Social, and Emotional Jobs to be Done

Question

Identify a product or service that has a high-end option and a low-end option. For each option determine
the:

• functional,
• social,
• and emotional jobs to be done.

Describe how the functional, social, and emotional jobs to be done are different for the high-end and low-
end products. Do the different types of jobs to be done play different roles in high-end vs low-end
products?

Your Response

For the visual content industry, I find images to have these 3 jobs to be done. Depending on the image
use/rights we can have high or low-end products. The functionality of the image is to have, for example,
marketing materials. The emotional and social impact of the image could be what the image represents to
each consumer and how they connect to that image.
I find the different types of jobs to be done quite similar in the high and low end, it will depend on how
massive the display of the image is.

Submitted September 21, 2021 at 01:15 PM ET

Case Practice
2.3.1 Brief Case: Disney California Adventure (~20 min)

Private: How does this apply to you?

Question

What is the primary job to be done causing your customers to "hire" your product or service? Try to phrase
it as typical "job" statements, starting with "Help me..." "Help me avoid..." or "I need to..."

Your Response

In the visual content industry, the primary job to be done is to help to tell a story. A story that could be with
editorial content or a story about a product, and more.

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Discovering Customer Jobs to be Done

Submitted September 21, 2021 at 01:43 PM ET

Private: How does this apply to you?

Question

With a Jobs to be Done perspective, identify 2-3 other competitors that you haven't traditionally thought of
as competitors. How do these competitors help customers get these "jobs" done?

Your Response

If we think about creating the content, simple visual content, then anyone with a smartphone could be a
potential competitor. But regarding the rights clearance, image protection, or usage rights, then it´s not so
simple for anyone to reach that.
Free stock images are also competition, but in the same way as the first example, when it comes to image
protection, it could be harder for them to offer that.

Submitted September 21, 2021 at 01:49 PM ET

The Godrej Group

2.4.1 Re-inventing an Indian Conglomerate (~9 min)

CTKL - Poll #1 upgraded

Question

Answer

Results

3: 38 %
4: 28 %
2: 18 %
5 - Very good at looking beyond the core: 11 %

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Discovering Customer Jobs to be Done

1 - Very poor at looking beyond the core: 4 %

Shared: How does this apply to you?

Question

If you answered "yes" then please explain what your organization does to find growth beyond the core.

If you answered "no" then please explain what your organization should do to improve.

Your Response

Yes.
My organization is using data of our customers search on the website, which give us valuable information
about what they are looking for and what could use the content for.

Submitted September 21, 2021 at 07:05 PM ET

2.4.2 Building Around the Job to be Done (~19 min)

Shared: Based on what you've learned so far, please;

Question

1. Articulate the job to be done that Godrej was discovering and (remember to start your sentence with
"Help me...")
2. Define the experiences that the customer needs to have with a cooling system to nail the job
perfectly.

Your Response

The job to be done being discovered is that they needed something that help them not waste and keep
food, at very low-cost maintenance and adaptable to their homes.

Submitted September 22, 2021 at 01:51 AM ET

CTKL - Shared Reflection #2

Question

3. Integrated around the job to be done and the experiences that they needed to provide and

4. Created a purpose brand.

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Discovering Customer Jobs to be Done

Your Response

3 - Integrated: the different sizes and models they offer.

4. The simple and catchy name of the brand.

Submitted September 22, 2021 at 02:00 AM ET

2.4.3 Reflections and Takeaways (~16 min)

Shared: How does this apply to you?

Question

What are your 2-3 takeaways for your organization from The Godrej Group case?

Your Response

My first takeaway would be observation, be on the ground, to find jobs to be done.

Also, how the same product can has mutiple jobs to be done, by multiple uses.

Submitted September 22, 2021 at 02:35 AM ET

Applying Jobs to be Done to You

2.5.1 Using Jobs to be Done (~5 min)

JTBD - 5.1Goals - BA 2

Your Response

• When should we NOT we disruptive?

Submitted September 21, 2021 10:44 PM

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Organizing for Innovation

Organizing for Innovation

Organization Capabilities
3.2.2 Processes (~17 min)

OI - 2.2P - Your Org's Processes

Question

Answer

Strategy development process

Results

Strategy development process: 33 %

Production / execution process: 22 %
New business development process: 19 %
Budget / resource allocation process: 7 %
Hiring process: 7 %
Communication process: 6 %
Professional development process: 6 %
Other: 1 %

Shared: How does this apply to you?

Question

Briefly state which process you selected from the previous poll and then explain why that process is most
important to your organization's future success. Remember, your response will be shared with your peers.

Your Response

Strategy is my first choice. Considering the media and advertising industry and the technology involved,
new competitors, etc, it´s a good option to consider to look ahead.

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Organizing for Innovation

Submitted September 27, 2021 at 06:04 PM ET

3.2.3 Profit Formula (~14 min)

Shared: How does it apply to you?

Question

If you had two potential customers but had the capacity to serve only one, what are the criteria you would
typically use in your organization to determine which customer to serve? (These criteria are what we mean
by the "profit formula.")

Your Response

I would serve for the one that has a larger account, who spends more, and work on this kind of clients
engagement with the brand.

Submitted September 27, 2021 at 06:18 PM ET

3.2.4 What Your Organization Cannot Do (~9 min)

Private: How does this apply to you?

Question

With your company's key resources, processes, and profit formula in mind, identify your company's 2-3
most important capabilities today.

Your Response

Deliver content in real-time.

With our website data, we are capable of giving insights, trends, and guidance to our customer

Submitted September 27, 2021 at 06:25 PM ET

Private: How does this apply to you?

Question

Given your organization's resources, processes, and profit formula, name 2-3 things your organization
cannot do today.

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Organizing for Innovation

Your Response

Due to Covid, we cannot have as much exclusive access for coverages as pre-pandemic.
We cannot assure the final message the customer will be giving with our imagery (aside from the illegal
uses)

Submitted September 27, 2021 at 06:33 PM ET

Nypro Manufacturing
3.3.2 Results and Reflections (~20 min)

Shared: How does this apply to you?

Question

What are your 2-3 key takeaways from the Nypro manufacturing case?

Your Response

It´s interesting to see this case and how it could´ve evolved if they had considered going right into a new
division. Also great to see how the principles we learn so far do apply.

Submitted September 27, 2021 at 07:11 PM ET

Case Practice
3.4.1 Brief Case: Charles Schwab (~18 min)

Shared: Nimble Innovations

Question

How do you think a core business can make it difficult for new innovations and ideas to be "nimble" in their
respective marketplaces?

Your Response

The lack of reputation for new companies might be a way to make it difficult for them.

Submitted September 28, 2021 at 01:52 PM ET

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Organizing for Innovation

Private: How does this apply to you?

Question

Consider nascent innovations at your organization. What are the prominent aspects of your organization's
resources, processes, and profit formula that are most likely to jeopardize the success of an innovation?

Your Response

The growth of video content is something you might consider an innovation. I think that although it does
not compete but accompanies the previous product, photography, it can generate certain difficulties in the
sales teams, since they are different processes, for example, from sending a simpler file, such as a still
image.

Submitted September 28, 2021 at 02:04 PM ET

3.4.2 Brief Case: EMC (~20 min)

Shared Reflection: Mergers and Acquisitions

Question

• Which current event are you focusing on?

• Relative to the purchasing company, is the company being acquired sustaining or disruptive? Please
explain.
• Do you believe that the acquired company should be kept separate or folded into the core business?
Why?

Your Response

I´ll be focusing on a personal experience based on the acquisition of a company I was working at. In
2017the global brand, went after the master delegates around the world, more specifically to Latam, Israel,
and Korea.
To me, this was a sustaining action, as this was not a different business, it was the same business and the
same company culture, but the idea was to expand in the territory, to add more local representatives
around the world. This is also the reason why it shouldn't be kept as a separate business but folded into
the the core.

Submitted September 28, 2021 at 05:00 PM ET

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Organizing for Innovation

Applying Organizing for Innovation to You

3.5.1 Building New Capabilities (~12 min)

Private: How does this apply to you?

Question

Come up with 1-2 ideas on how you would change your resources, processes, and profit formula to foster
growth and success in the future. For each idea, articulate how it would enhance your organization's
capabilities and propose an approach for implementation (e.g., buy or hire a new resource, develop a new
process, create a new business unit, alter the profit formula).

Your Response

One new service that the company has been doing is giving advice or training to different clients,
regarding diversity and inclusion for visuals.
We already have a research and marketing team giving this kind of presentation to clients but we do not
actually have a sales division for this.
It could be interesting to create a new division for this service, that is related to our core business but it´s
actually a totally different product/service.

Submitted September 28, 2021 at 05:24 PM ET

OI - 5.1Goals - BA 3

Your Response

• When should we NOT we disruptive?

Submitted September 28, 2021 01:24 PM

Private: Answering your Strategic Question

Question

After looking through the lens of Organizing for Innovation, what additional insights do you have about
your strategic question?

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Organizing for Innovation

Your Response

I´m not changing my question though I think I learned the answer in the last module. What resonates with
me is that a company cannot disrupt itself, and that´s when we shouldn´t be disruptive.

Submitted September 28, 2021 at 05:27 PM ET

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Maintaining a Disruptive Scope

Maintaining a Disruptive Scope

Introduction
4.1.1 Introduction (~5 min)

Shared: Challenges to "Skating" to New Growth Opportunities

Question

In general, why do you think it's hard for so many companies to evolve and "skate" to the new growth
opportunities?

Your Response

Focusing on present revenue and business might cause having "less time" to think strategically, and
reflecting on the future. Also, if you don´t actually see a threat ahead, you might not worry until you see it.

Submitted October 04, 2021 at 01:54 PM ET

Determining the Scope of the Organization

4.2.1 Interdependence and Modularity (~12 min)

Shared: How does this apply to you?

Question

Using the aforementioned definitions, identify an example of an interdependent interface within your
industry.

Note the list of examples before the video for possible ideas.

Your Response

Similar to USB examples, photographers standardized SD cards.

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Submitted October 04, 2021 at 02:11 PM ET

Shared: How does this apply to you?

Question

Using the aforementioned definitions, identify an example of a modular interface in your industry.

Note the list of examples before the video for possible ideas.

Your Response

Similar to USB example, photographers standardized with SD cards (modular)

Technology to download and use the images, different apps for visual content (interdependent)

Submitted October 04, 2021 at 02:15 PM ET

4.2.2 Basis of Competition (~13 min)

Shared: How does this apply to you?

Question

Take a moment to identify a product or service in your organization that you're familiar with.

Your Response

Photography

Submitted October 05, 2021 at 02:36 PM ET

Shared: How does this apply to you?

Question

Would you say that your product or service is good-enough or not-good-enough for what the average
consumer in the marketplace can utilize? Why?

Your Response

Stock photography: The product is already good enough, but what we see is that customers do need it to
be delivered fast, to be personalized (even with product placement), and to connect with the audience.

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Submitted October 05, 2021 at 02:46 PM ET

Private: How does this apply to you?

Question

What does this say about the way you should be competing in the marketplace?

Your Response

Giving our customers different plus: customizing the images, giving them guidance on what images are
better to use considering, for example, diversity and inclusion.

Submitted October 06, 2021 at 01:41 AM ET

4.2.3 Determining the Optimal Strategy (~11 min)

Private: How does this apply to you?

Question

Given your previous response (regarding how one of your organization's products or services was "good
enough" or "not-good-enough") describe ways in which your organization should use a more integrated or
specialized strategy.

Your Response

In this case, I think the main gap could be regional content more specific to certain countries. Content
created by global-local photographers, to make it look more real. Depending on the territory, you can have
more or better results on this.

Submitted October 06, 2021 at 02:18 AM ET

Refining Your Strategy

4.3.1 The Right Level of Integration (~11 min)

Private: How does this apply to you?

Question

Are there components within your industry that your organization should integrate and do in-house?

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Maintaining a Disruptive Scope

Your Response

Having more and more in-house image collections, exclusively in our website.

Submitted October 06, 2021 at 03:43 AM ET

4.3.2 Knowing When to Dis-integrate and Become More Specialized (~15 min)

Private: How does this apply to you?

Question

Do you see any evidence that your organization should dis-integrate and become more specialized? Why
or why not?

Your Response

It can be more specialized not just providing content but also insights about it. Having data from users in
our search bar is definitely a tool for specialization.

Submitted October 06, 2021 at 04:05 AM ET

4.3.3 Avoiding Commoditization & Finding the Performance-Defining Component (~12

min)

Shared: How does this apply to you?

Question

Briefly state which industry you work in and then answer the following question:

What examples of commoditization do you see in your industry?

Your Response

The "basic" RF image, for simple uses like websites, etc.

Submitted October 06, 2021 at 04:12 AM ET

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Maintaining a Disruptive Scope

Shared: How does this apply to you?

Question

Briefly state which industry you work in and then answer the following question:
What do you believe is the performance-defining component in your industry? Why?

Your Response

Stock Images
Having a hires image, quality image without having to produce it.

Submitted October 06, 2021 at 04:17 AM ET

MediaTek
4.4.2 MediaTek's New Business Model (~23 min)

Shared: How does this apply to you?

Question

What are your 2-3 takeaways for your organization from the MediaTek case?

Your Response

Considering the emerging markets and territories, even with ore basic needs.
The power of customization but also standarization.

Submitted October 06, 2021 at 12:55 PM ET

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Maintaining a Disruptive Scope

Applying Maintaining a Disruptive Scope to You

4.5.1 Discovering the Scope For Your Organization (~6 min)

Private: "Skating" to New Opportunities

Question

Based on what you have learned in this module, identify 2-3 opportunities that your organization should try
to "skate" to over the next 10 years.

Your Response

- Create relevant, "real" and actual content.

- Media and social media evolution.

Submitted October 06, 2021 at 01:12 PM ET

MDS - 5.1Goals - DStrat Goals

Your Response

• When should we NOT we disruptive?

Submitted October 06, 2021 09:13 AM

Private: Answering your Strategic Question

Question

By looking through the lens of Maintaining a Disruptive Scope, what additional insights do you have about
your personal strategic question?

Your Response

I now identify how you cannot disrupt yourself, but create new division, etc. But anyway, even if it´s not
disrupting "myself" when disruption is not an option?

Submitted October 06, 2021 at 01:14 PM ET

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Maintaining a Disruptive Scope

Shared: Apply Your Learning

Question

Find a current event where you see the theories of “Maintaining a Disruptive Scope” playing out. Identify
the company (or companies) involved and explain how the theories apply to the current event.

Your Response

Netflix.
Not only because of the streaming service but how they also started to produce their own shows and
movies.

Submitted October 06, 2021 at 02:10 PM ET

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Managing the Strategy Development Process

Managing the Strategy Development

Process
The Strategy Development Process
5.2.1 The Basics of Deliberate and Emergent Strategies (~15 min)

Shared: How does this apply to you?

Question

Identify an example of both a deliberate strategy and an emergent strategy that have happened in your
organization. Be sure to provide enough context for fellow participants to understand.

Your Response

Stock content industry.

Deliberate: Push video content. Emergent: create also a video editing tool for clients to use.

Submitted October 12, 2021 at 12:52 PM ET

Shared: Inhibiting New Ideas

Question

What specific things do organizations do to inhibit new ideas from being elevated?

Your Response

Lack of communication channels. Special internal programs, opportunities.

Submitted October 12, 2021 at 12:59 PM ET

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5.2.2 The Resource Allocation Process (~15 min)

Private: How does this apply to you?

Question

How would you describe your organization's profit formula? (how is your organization structured to make
money?) We'll return to your answer here later in the module.

Your Response

Sales organization, articulated with the rest of the teams, to sell images, assignments and services.

Submitted October 12, 2021 at 01:15 PM ET

SDP - 2.2P - Emergent Deterrents

Question

Answer

The monolithic size of your organization

Results

The monolithic size of your organization: 49 %

High fixed costs which require only high margin opportunities: 34 %
Other: 16 %

Shared: Unlocking Emergent Opportunities

Question

How would you suggest an organization should change or evolve to overcome this challenge and to
allow emergent ideas to thrive?

Your Response

No silos. Sharing a clear strategy to the broader organization and give the right channels and/or
opportunities to share their insights and ideas.

Submitted October 12, 2021 at 01:21 PM ET

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5.2.3 Managing the Resource Allocation Process (~22 min)

SDP - 2.3P - RAP & Profit Formulat

Question

Answer

somewhat aligned

Results

somewhat aligned: 53 %
very closely aligned: 43 %
not at all aligned: 4 %

Private: Aligning Your Profit Formula and Stated Strategy

Question

How would you suggest your organization should better align its profit formula and stated strategy?

Your Response

Though I think the resources are clear, my idea is that we can expand the resources to be more global,
which will lead up to more ideas giving room to emergent strategies.

Submitted October 12, 2021 at 02:04 PM ET

Private: How does this apply to you?

Question

How does your organization's profit formula and resource allocation process negatively affect its ability to
pursue and experiment with innovative ideas?

Offer some suggestions for improvement.

Your Response

Part of my previous answer was about this also. I think the intention of sharing and opening information is
clearly there, but there´s a need -which has been heard- to localize all materials, messaging and

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documents to all the languages where a company has offices, so that every employee can speak in their
mother language and feel confident about sharing an idea.

Submitted October 12, 2021 at 02:21 PM ET

The Phases of Business Development

5.3.1 The Market Creating Phase (~14 min)

SDP - 3.1P - Phases of Business Development

Question

There are three phases of business growth. Here are a few bullet points to crystalize these stages in your
mind:

• Market Creating Phase

• The early stages of a new product or service when a company is focused on the development
of the product or service to meet the customer's job to be done.
• Sustaining Phase
• After the product or service has been defined and deployed into the marketplace, the company
tries to evolve the product or service to meet the needs of the best customers in the market in
order to beat the competition.
• Efficiency Phase
• When companies sell mature products or services to the same customers at lower prices.
Companies accomplish this by developing a business model that can still make money at
lower prices-per-unit sold in order to increase profitability.

Each phase brings its unique challenges and opportunities in relation to managing the strategy
development process.

Answer

Efficiency Phase

Results

Efficiency Phase: 47 %
Sustaining Phase: 46 %

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Market Creating Phase: 22 %

Shared: Leading in the Market Creating Phase

Question

Describe how a good leader balances deliberate and emergent strategy processes in the market creating
phase.

Your Response

Good management of the Resource Allocation Process. Be focused on where the "god money" comes
from but paying attention to emerging ideas.

Submitted October 12, 2021 at 05:30 PM ET

5.3.2 The Sustaining Phase (~9 min)

Shared: Leading in the Sustaining Growth Phase

Question

Can you identify sustaining growth phase markets that your organization is involved in? What can you do
as a leader to balance deliberate and emergent strategies in this context?

Your Response

For stock images, one sustaining growth phase market could be the chance to have customized images,
personalized products with the same "easy-access" of buying the images without getting into a creative
production.
Giving resources to this area, having the teams trained and confident about new emerging products.

Submitted October 13, 2021 at 02:21 AM ET

5.3.3 The Efficiency Phase (~10 min)

Shared: Leading in the Efficiency Phase

Question

Imagine for a moment that you were the CEO of AOL at the time of the case.

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Using the theories in this module, how would you have balanced deliberate and emergent strategies in the
efficiency phase of business growth?

Your Response

Creating a different business unit.

Submitted October 13, 2021 at 02:35 AM ET

5.3.5 There is Good Money and There is Bad Money (~10 min)

Private: How does this apply to you?

Question

In what ways have you seen the good money, bad money cycle play out within your organization?

Your Response

NA

Submitted October 13, 2021 at 03:37 AM ET

OnStar
5.4.3 Results and Reflections (~21 min)

Shared: Focusing the Right Job to be Done

Question

Are there ways in which your own organization is more focused on your own job to be done rather than the
customer's job to be done? If so, how?

Your Response

I think some areas might be more focused on the "internal" job to be done rather than the product/service
job to be done. Client and product-facing teams tend to focus more on the customers' need, hence, on the
job to be done.

Submitted October 13, 2021 at 01:59 PM ET

Managing the Strategy Development Process | Page 30 of 32

 DISRUPTIVE STRATEGY

Managing the Strategy Development Process

Shared: How does this apply to you?

Question

What are your 2-3 takeaways for your organization from the OnStar case?

Your Response

- Listen to the client feedback, insights, and experiences, focus on the Job to be Done. Listen to your
brand.

Submitted October 13, 2021 at 02:09 PM ET

Applying Managing the Strategy Development Process to You

5.5.1 Managing Your Strategy Development Process (~5 min)

SDP - 5.1Goals - BA Goals 5

Your Response

• When should we NOT we disruptive?

Submitted October 13, 2021 10:14 AM

Private: Answering your Strategic Question

Question

After looking through the lens of Managing the Strategy Development Process, what additional insights do
you have about your strategic question?

Your Response

Though we kind of have my question answered - you cannot disrupt yourself - I´d like to know if there´s
something on the when not to be disruptive in a time frame.

Submitted October 13, 2021 at 02:16 PM ET

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 DISRUPTIVE STRATEGY

Managing the Strategy Development Process

Shared: Apply Your Learning

Question

Find a current event where you see the theories of “Managing the Strategy Development Process” playing
out. Identify the company (or companies) involved and explain how the theories apply to the current event.

Your Response

In a Covid19 environment, we can say that apps like Zoom can be associated to this theory. As the
deliberate strategy might be the same, the emerging strategy during pandemic must have been strong:
receiving and implementing urge clients´ needs and actually deepen the job to be done.

Submitted October 13, 2021 at 02:30 PM ET

Course Conclusion
Reflecting on Disruptive Strategy (~5 min)

Shared: Your key takeaways

Question

How will you apply what you learned in Disruptive Strategy tomorrow, next week, or over the next year?

Your Response

One of my first questions of the program was "How can we create more cross-functional work in the
company?" and later erased it because I thought it was not related to the course. Somehow I see at the
end this question IS relevant as I see the importance of the company as a whole identifying the job to be
done.
That is the module that has the higher impact on me and where I think I will focus in the next period of time.

Submitted October 13, 2021 at 02:36 PM ET

Managing the Strategy Development Process | Page 32 of 32